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Home > About HRSA > HRSA Strategic Plan FY 2022 (Interim)

HRSA Strategic Plan FY 2022 (Interim) HRSA is issuing an interim update to the FY 2019 – 2022 HRSA Strategic Plan to ensure alignment with Administration and HHS priorities, such as the emphasis on health equity, and the expansion of HRSA's program responsibilities, including activities associated with COVID-19 public health emergency response and the American Rescue Plan Act.

Mission

To improve health outcomes and achieve health equity through access to quality services, a skilled health workforce, and innovative, high-value programs

Vision

Healthy Communities, Healthy People

Goal 1: Take actionable steps to achieve health equity and improve public health

Objective 1.1Objective 1.1 Maximize community partnerships and stakeholder collaboration, including those who have historically experienced health disparities Objective 1.2Objective 1.2 Promote overall health and disease prevention across populations, providers, and communities Objective 1.3Objective 1.3 Promote diversity, equity, and inclusion for HRSA grantees and contractors and equal employment opportunity Objective 1.4Objective 1.4 Incorporate health equity concepts and measures into HRSA programs and policies, including grants and contracts

Goal 2: Improve access to quality health services

Objective 2.1Objective 2.1 Improve the availability, affordability, and capacity of health care services, systems, and infrastructure Objective 2.2Objective 2.2 Connect people who are geographically isolated, have lower incomes, or who have complex medical needs to integrated primary care and preventive services, whether in person or via telehealth Objective 2.3Objective 2.3 Improve the quality, safety, and effectiveness of health services for underserved populations and those in need Objective 2.4Objective 2.4 Enhance maternal and child health efforts and reduce disparities in morbidity, mortality, and health outcomes Objective 2.5Objective 2.5 Reduce behavioral health challenges by supporting availability, accessibility, and effectiveness of services Objective 2.6Objective 2.6 Improve access to oral health care, women's health care, and affordable prescription drugs for underserved populations and those in need

Goal 3: Foster a health workforce and health infrastructure able to address current and emerging needs

Objective 3.1Objective 3.1 Advance the competencies and resiliency of the health workforce, and promote interdisciplinary collaboration Objective 3.2Objective 3.2 Improve the supply, geographic distribution, and diversity of the health workforce Objective 3.3Objective 3.3 Support access to and sustainability of high-quality and affordable health facilities and services, including during public health emergencies Objective 3.4Objective 3.4 Foster the development, equitable use, and effectiveness of new technologies to deliver care, especially for rural and underserved populations

Goal 4: Optimize HRSA operations and strengthen program engagement

Objective 4.1Objective 4.1 Improve efficiency and effectiveness of operations to achieve HRSA's mission Objective 4.2Objective 4.2 Optimize the HRSA workforce to support an accountable, data-driven organization Objective 4.3Objective 4.3 Enhance program oversight and integrity, and strengthen program delivery, by building and using evidence Objective 4.4Objective 4.4 Provide efficient, effective, and responsive customer service to recipients of HRSA funding and other stakeholders Objective 4.5Objective 4.5 Enhance and leverage diversity, equity, inclusion and accessibility for HRSA employees

Past Reports

Strategic Plan FY 2019-2022 (Download PDF – 565 KB)

Strategic Plan FY 2016-2018 (PDF – 302 KB)

Strategic Plan FY 2010-2015 (PDF – 122 KB)

Date Last Reviewed: November 2021

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HRSA Facts

AdministratorAdministrator Carole Johnson

HeadquartersHeadquarters 5600 Fishers Lane Rockville, MD 20857

StaffStaff HRSA on board employment as of 9/30/21 – 2,424

FundingFunding Annual appropriations of $12.1 billion in FY 2021 Currently operating under continuing resolution for FY 2022

DepartmentDepartment HRSA is an agency of the U.S. Department of Health and Human Services

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The Purpose of Mission and Vision Statements in Strategic Planning Small Business | Business Planning & Strategy | Strategic Planning

By Madison Hawthorne Updated March 25, 2019

Businesses often make or rewrite their strategic plans when the organizational structure is changing, or as a way to respond to changing market conditions. Change can be a difficult process and employees sometimes require time to get on on board with the decision-making process. One tool that can help is the clear articulation of the company's mission and vision statement. Articulating and repeating the positives of the move toward change in the organization will help employees stay engaged and motivated in the process. G

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The Global Hiring Handbook

What is Strategic Planning?

Change is an essential component of strategic planning. This involves moving the organization or program forward to create or change something. Some plans are created out of the need for the organization to move in a certain direction, and other plans develop organically. Mission and vision statements will be important to help communicate the goals of the plan to employees and the public.

Role of the Mission Statement

Leaders should emphasize the current mission statement to employeesemphasize the current mission statement to employees, which clarifies the purpose and primary, measurable objectives of the organization. A mission statement is meant for employees and leaders of the organization. Strategic plans may involve changing the mission statement to reflect a new direction of the organization. Highlighting the benefits of the change and minimizing the deficits will help employees and the public buy into the change.

Another way to look at it is that mission statements describe the company's mission as it is now and for the near future. So if the company is undergoing major changes, it would make sense to revise the mission statement so it is current.

Role of the Vision Statement

Like mission statements, vision statements help to describe the organization's purpose. Vision statements give direction for employee behavior and help provide inspiration. Strategic plans may require a marketing strategy, which could include the vision statement to also help inspire consumers to work with the organization.

A vision statement is a view into the future with hope and a positive outlook. It describes a company's inspirational, long-term planinspirational, long-term plan for what they'll be able to accomplish, who they will help, and how the company will then be perceived. It's often out of reach for now, but not so far out of reach as to be unattainable. The vision statement gives everyone a description of what they're working towards.

Purposes of Strategic Planning

Strategic planning will likely have its successes and failures. Leaders should celebrate the little successes toward meeting objectives, which are part of the mission and vision statement. The mission statement will help measure whether the strategic plan aligns with the overall goals of the agency. The vision statement helps to provide inspiration to employees. Employees who feel invested in the organizational change are more likely to stay motivated and have higher levels of productivity.

Encouraging Continued Engagement

A successful change will involve communicating and repeating mission and vision statements, which helps prevent people from becoming discouraged in the event of small failures along the way. Leaders should continue to highlight the strengths of thecontinue to highlight the strengths of the strategic planstrategic plan and involve important stakeholders in the process. Engaging employees and volunteers will help them to recognize and take ownership of the change. Involving employees also helps to provide more minds to prevent possible problems.

Examples to Consider

Many companies have vision and mission statements that don't serve them well. Still, there are companies with outstanding statements. LinkedInLinkedIn is a good example is a good example:

▪ Vision: To create economic opportunity for every member of the global workforce.

▪ Mission: To connect the world’s professionals to make them more productive and

successful.

Notice how LinkedIn's vision statement refers to "every member of the global workforce." That's a huge goal that won't be accomplished in the near future. Maybe never. But it is inspiring and makes employees want to achieve it.

The mission statement, on the other hand, is achievable. By connecting professionals, they give them the contacts they need to make them more productive and successful.

Now consider the example of Southwest airlinesSouthwest airlines:

▪ Vision: To become the world’s most loved, most flown, and most profitable airline.

▪ Mission: The mission of Southwest Airlines is dedication to the highest quality of

customer service delivered with a sense of warmth, friendliness, individual pride, and

company spirit.

There's no question Southwest's vision statement is for the future. Many people currently love Southwest, but everyone in the world? Hardly. Will they ever be "most loved, most flown, and most profitable"? That's a lot to ask of any business. But by striving for all three, they're encouraging employees to be at their best

Southwest's mission statement is much more down-to-earth, current and achievable. Their employees have the choice to dedicate themselves to having the highest quality service, to be warm and friendly, proud and filled with company spirit. G

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The Global Hiring Handbook

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R E F E R E N C E SR E F E R E N C E S W R I T E R B I OW R I T E R B I O

What Skills Should a Strategic Leader Have to Achieve Ambitions? By Neil Kokemuller

A strategic leader is one who plans ahead to ensure an organization has a long-term mission and objectives, and the strategies to achieve them. In addition to the common leadership skills you need to develop and motivate people, an effective strategic leader also needs vision, intuition, perseverance and persuasive communication skills.

Clear Vision

Vision is the ability to keep the focus on the future even when a company is doing well in the present. Strategic planning in an organization is essentially an ongoing process of looking ahead. The strategic leader with clarity of thought on future opportunities, challenges and how the company should move forward is a huge plus in an organization. Other managers and employees are usually more inspired to follow a leader who has a clear vision and plan for the future.

Intuition and Perception

The strategic leader benefits from keen intuition and perception of things going on around him. Rarely can a company operate in a straight-forward, uninhibited manner to achieve its goals. Unexpected obstacles often get in the way. A good strategic leader senses early when plans get off track or when employees aren’t aligned in efforts to achieve shared goals. This early detection of such roadblocks allows for early intervention, shifting of direction or reactionary measures to improve the situation.

Perseverance

For the same reasons the strategic leader needs intuition, he also needs perseverance. A “try one time and give up” attitude is no good when you have to drive people toward medium- and long-term goals. Employees may become demoralized if new ventures, activities or plans get derailed. Part of your job as a leader is to keep everyone focused on the big picture. This role often involves meeting with the entire work force, individual departments or even individual employees to reaffirm or redirect their efforts.

Persuasive Communication Skills

Communication skills are essential for any type of manager or leader. A strategic leader must have strong abilities to communicate persuasively. Within a management team, the strategic leader may have to fight to convince others that a particular path is optimal in achieving goals. He must also participate in helping employees at all levels understand their roles in carrying out a strategy. In many cases, employees don’t like change. Thus, the strategic leader must help them understand why the change is necessary for future success of the business.

R E F E R E N C E SR E F E R E N C E S W R I T E R B I OW R I T E R B I O

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